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Leadership and the Lisbon Strategy_HR_ob_DGFIN

LEADERSHIP AND THE LISBON STRATEGY –A missing link in the public sector?

A report from the Human Resources Working Group

EUPAN

2006

Leadership and the Lisbon Strategy_HR_0b_DGFIN

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CONTENT

1. Introduction 3

2. Strategic leadership and the role of top management – Cases 62.1 Estonia – Leadership development initiatives in the Estonian Civil Service 62.2 The Netherlands – SCS Candidates programme 82.3 Finland – From professionals to leaders 10

3. Performance management tools and practices – Cases 113.1 Germany – Performancerelated pay in German Civil Service 103.2 United Kingdom – Managing and recognising individual performance 123.3 Finland – Salary system reform 14

4. Change management, development of the organization 15and strategic HRM – Cases

4.1 Portugal – Change management and structural change 154.2 Sweden – In the service of citizens 184.3 The Netherlands – Andere Overheid 24

5. Age management and the transfer of expertise – Cases 265.1 France – Age management and the principle of career 265.2 Denmark – From age management to diversity management 27

6. Conclusions and findings 29

6.1 Strategic leadership and the role of top management 296.2 Performance management tools and practices 306.3 Change management, development of the organization and strategic 31

HRM6.4 Age management and the transfer of expertise 32

7. Future challenges and critical questions 34

8. Contributors 35


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Management issues have been dealt with from different angles in the EUPAN network duringthe recent presidencies. During the Dutch presidency, a common competence frame for thepublic leadership was discussed. Strategic human resources management was on the agendaduring the Luxembourg presidency and Innovative HR Strategies project was on the agenda ofthe UK presidency. Decentralization and accountability, which is also an importantmanagement issue, was dealt with during the Austrian presidency.

Good management is not only about doing things efficiently and in a correct manner but alsodoing the right things to gain desired effectiveness. Strategic and visionary leadership istherefore at the core of management. Strategic leadership is supported by peoplemanagement, setting goals, rewarding and motivation. In competencebased organizationssuch as public sector organizations good people management is of crucial importance.Combining these elements in the best possible manner is a prerequisite for results.

Rationale for choosing the theme

The public sector has a key role in delivering the goals of the European Strategy for Growthand Employment (the Lisbon Strategy) for at least two reasons: firstly, public sector makes upa significant proportion of a national economy. Secondly, public sector creates prerequisitesand frameworks for the functioning of the rest of the society: legislation, infrastructure, healthand social care, education, research and development.1 Therefore, good management in thepublic sector is essential and we need to encourage and widen the discussion on leadershipand management issues also in the EUPAN network.

It is for these reasons that the Finnish Presidency has raised leadership and management fromthe EUPAN 20062007 working programme to its presidency’s central theme for the HumanResources Working Group. The aim is to underline the importance of good management of thepublic sector in attaining the goals of the Lisbon strategy and the inclusion of it in the nationalLisbon programmes. The aforementioned Dutch survey made a first step to identifycompetencies that are common throughout Europe. This report endeavours to take upimportant challenges in the rapidly changing working environment that need to be taken intoaccount in the public sector management work. Although structures and working practices ofthe public sector differ from country to country, responses to these challenges that aredescribed in the various country cases could be helpful for others, and together with thecommon competence framework, could evolve into broadly recognized perspectives for publicsector management and leadership. These perspectives should be anchored to commonEuropean values and princples such as equality, the rule of law, transparency, trust, neutrality,impartiality, quality and expertise. It is hoped that this report and the findings and conclusionsmade could serve as useful element in the followup work.

Methodology and limitations

EU member states differ from one another for example in respect of their culture, legislationand institutions. In some countries there is a strong central government with broad scope ofpower that reaches even over to areas of local and regional administration. In other countriesthere is an old and independent regional administration in place together with its ownpersonnel, legislation and financing. It would be interesting to find out more about and studymember states’ management practices and systems by extensive comparison. However, this isnot the objective of this paper. The goal is not only to increase levels of knowledge and

1 Looking for a Deliverable Lisbon Strategy on Sustainable Growth and Jobs, S. Määttä, 2006

1. Introduction


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understanding but also to learn from practical applications. Attempts to solve problems dealingwith management in different member states, in different societal situations and in various

politicaladministrative surroundings are looked into through examples. Solutions for the sameproblems can vary according to the circumstances. In regards to application it is important toevaluate which factors have motivated making these decisions and under which circumstanceshave they proven effective. Experiences gained from the solutions and their broaderapplicability in all EU member states need to be discussed further thereby creatingprerequisites for more effective, productive and influential functioning in the public sector.

Therefore some central problem areas of leadership and management and solutions developedto them in some member states have been gathered in this report. The themes have beenselected bearing in mind the challenges that are the background for the Lisbon strategy, globalcompetition and ageing populations as the most important. The role of the top management isbeing underlined for three reasons: firstly, the top management bears always the primeresponsibility of the functioning and the results of any organization, secondly, the topmanagement level acts as an example to other management levels and thirdly, there is needto limit the themes to the most crucial ones. This does not in any way underestimate theimportant work that is being done by the middle management and the immediate supervisors.

Themes

The themes are the following:

§ Strategic management and leadership and the role of top management

At the echelon of strategic management political and professional leadership come together.The following figure2 attempts to outline their starting points as well as points of contact.

2 Looking for a Deliverable Lisbon Strategy on Sustainable Growth and Jobs, S. Määttä, 2006


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Good cooperation of political and professional leadership is one of the key aspects ofrealization of the Lisbon strategy. The role of the top civil service is crucial. Reforms ofstrategic leadership and top management have been carried out or are pending in severalmember states. For this report, the Netherlands and Estonia have been chosen.

§ Performance management tools and practices

Performance management and especially performance based pay systems as well asevaluation systems related to these have been under review in many countries. For example,the UK has a lot of experience on this. Also in Germany a report dealing with moving over to aperformance based salary system has been published. In Finland a salary system that is basedon demands of the work and personal performance has almost fully been implemented in theentire government sector.

§ Change management, development of the organization and strategic HRM

In all member states there has been or is pending significant public sector managementreforms. These reforms aim to strengthen service production for instance by outsourcing,privatization, lowering the organization, reducing public expenditure or public sector personnel,etc. Here strategic personnel planning and personnel management are in key roles.

For instance, in Portugal there is a significant reform process of the public sector under way.In Sweden, broad reforms have been underway for a couple of decades.

In these cases efficient personnel planning and good personnel policy are in key positions.Being able to get the personnel as the driving force and the source of innovations is achallenge for management. This is mainly because reforms are usually seen as threats.Motivating personnel is an important tools of leadership.

In addition a case was received from the Netherlands concerning a program on modernisinggovernment. This case was not addressed in the workshops, but has been included in thereport for a further perspective on the wide area of public administration development.

§ Age management and transfer of expertise

In most member states the personnel working in the public sector as well as the entirepopulation are aging. Management of the ageing personnel, transfer of its knowledge capital tothe younger generations and the development of efficient recruitment practices are key factorsof success. The member states have adopted different strategies and policies.

Denmark and France represent very different examples.

A request concerning the provision of national cases on leadership and management practiceswas directed to the member states in July, right in the beginning of the Finnish presidency.Practical details were introduced and discussed in workshops that were held in connection withthe first Human Resources Working Group (HRWG) meeting in Helsinki (11. 12.9.2006). Therehas been further discussion also in the second HRWG meeting in Brussels (31.10.2006) wherethe floor was also given to the Trade union delegation (TUNED).

This report is not intended as a scientific study on public sector leadership and managementproblems but rather as a practitioners view on what should be taken into account and whichcould be applicable approaches in the development of leadership and management.


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Background and needs

By the summer 2004 Estonia had achieved its two longterm strategic objectives – to join theEU and NATO. Acting as an EU member state and implementing new developments in theadministrative system, including implementation of a national Lisbon strategy, have also setgreater expectations and demands to the management of Estonian public service.

More responsibility and freedom in management to individual organisations together with anaim of attracting and retaining competent top civil servants became one of the centralprinciples in the government draft Public Service Development Framework (2004). Althoughthe consensus about adopting a new Public Service Act has still not been reached, a decisionon creating the Senior Civil Servants’ Competency Framework was approved in May 2004.There had been no systematic approach to top management development in the public serviceuntil then. The decision to start the process with creating a competency framework that couldbe used in the recruitment and selection to top positions as well as for leadership developmentand succession planning therefore took place at a critical stage – almost ten years afteradoption of Public Service Act. It could be seen as important means in filling up a strategicvacuum in bringing about the necessary changes at the senior civil service level.

Development of the Competency Framework

The Senior Civil Service Competency Framework was developed from August 2004 to May2005 as a tool to support the development and selection of top management. The target groupincluded 100 senior civil servants:§ Chancellors (SecretariesGeneral) of the Ministries,§ ViceChancellors of the Ministries,§ Director Generals of Boards and Inspectorates,§ County Governors.

In order to achieve credibility of the framework and its implementation plan to meet everydayrealistic needs, 35 members of each executive group and two outside consultants wereactively involved in the working process. The involvement of target group representatives atthe very initial stage proved to be a key point of later success – both in ‘marketing’ the idea tothe whole target group and in supporting its implementation.

The five core competencies jointly identified and included in the framework are:§ Credibility: serves the nation, respects public service ethics, respects the rule of law§ Having a vision: creates vision, explains strategic choices, sets objectives§ Innovation: develops his/her skills, develops the organisation and implements

innovations§ Leadership: builds and encourages the team, develops cooperation networks

2.1 Case study EstoniaLeadership development initiatives in the Estonian civil service:experiences and lessons learned

2. Strategic leadership and the role of top management – Cases


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§ Outcome orientation: makes decisions and takes responsibility, achieves results, usespublic property reasonably, follows and develops the law.

The competencies are further described by 24 activity indicators on the scale of extraordinary,good and poor.

Competency assessment and first results

Implementation of the Framework is aimed at the recruitment, selection and development ofsenior civil servants, aligned with the achievement of the state’s strategic objectives. Theprocess is managed and supported by the Department of Public Service at the Estonian StateChancellery. Evaluation and assessment of the competencies is conducted annually, at thetime of regular performance assessment. Besides selfevaluation, top management alsoreceive feedback from their immediate superior and five colleagues (mostly subordinates). Theoutcomes of the assessment should be discussed between the executive and one’s superior,however, this is not always the case. In order to support the implementation of the system,additional individual guidance in evaluating assessment results and discussing furtherdevelopment plans is provided by the State Chancellery.

Implementation of the competency framework is guided by the following principles:§ Motivation – regular feedback to senior civil servants about their competency profile

and development objectives is thorough and actually supports their development;§ Uniformity – the framework forms a common basis for the assessment of top

management competencies. This should ensure their uniform evaluation standards andassist in planning of the development activities;

§ Voluntary – participation in the competency assessment process is voluntary for the topmanagers.

Systematic implementation of competency management in the Estonian senior civil service stillrequires considerable management involvement, professional expertise, contextual knowledgeand assuming real ownership of the framework among all senior civil servants. A specialelectronic environment called eCompetence Centre has been created in order to provideflexible and comfortable access to the management of the new assessment system. It allowsboth to assess the competencies and keep record on planned and completed developmentactivities.

In Autumn 2005 the new competency assessment and development framework was introducedto the whole target group. Extensive assessment training was provided to about 400 civilservants, including both executives and their colleagues/subordinates. Already 2/3 of thetarget group participated in the first round of competency assessment, the remaining topmanagers have expressed their interest in joining the system by the end of 2006. Although theassessors still need further training and practice in giving constructive feedback, the firstassessments have been quite objective and have included a number of valuable comments fortop managers to improve their knowledge, skills and behaviour.

Strategic leadership development programmes

A number of training and development activities for top managers have been created, basedon the 5 core competencies identified and also bearing in mind Estonia’s strategic objectives.Although the implementation is still at early stages, the first three initiatives have alreadyreceived positive feedback:

§ Training and development programme for Secretaries General of the ministries focusingon the strategic leadership issues and the role of top managers built on learning basedon the experiences of other countries and focuses on understanding the development


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trends in the European Union and in the world that affect or demand the developmentand innovations of public administration system in Estonia.

§ Master classes in the form of halfday seminars on topical issues led by wellknownexperts and practitioners. The idea is to enable top managers to share their ideas andbest practices in informal setting, discuss everyday dilemmas and network withcolleagues.

§ County Governors’ strategic leadership programme.

Lessons learned and main challenges

The competencybased development system of Estonian senior civil servants has had apromising start and the need for a systematic approach to senior civil service development hasbeen clearly recognised. Some of the lessons learned in the past 1,5 years and challengesahead include:

§ Centrally driven initiative that is well managed§ Getting the target group involved and committed from the beginning§ Individual approach and added value recognised by the target group§ Mutual trust in implementation§ Step by step good progress initially but still long way to go§ Providing training and development opportunities to top management, combining

personal, organisational and national objectives§ Transferring assessment feedback and lessons learned into practice§ Ensuring longterm sustainability of leadership development§ Achieving a whole public service system perspective in transforming strategic

leadership

An outbreak of foot and mouth disease, the condemning findings of the Srebrenica report, theadmission of the Argentineanborn bride of the Dutch Crown Prince to the House of Orange,the impact of September 11, the establishment of an International Criminal Court, or a politicallandslide at a general election: a society under pressure in a rapidly changing world makesheavy demands on the flexibility and dynamism of government agencies. The problems arisingpose ever greater and more complex challenges. Tomorrow’s senior civil servants will have tobe socially aware, daring, creative, sincere and inspiring. They must possess true leadershipskills.

This is not the only reason why investment in the quality and constant development of buddingsenior managers is so crucial. Its necessity is made even more acute by the competition, whichthe civil service sector faces. People with invaluable managerial experience have ampleopportunity for a career in and outside central government. Another factor to bear in mind isthat a large number of senior managers are due to leave the civil service in the coming yearsas they reach retirement age. The Dutch government has accordingly decided to step upinvestment in the quality of top civil servants. One of the initiatives inspired by this decision isthe SCS Candidates Programme. This MD programme is designed to mould current managerialtalent into tomorrow’s inspiring leaders at the top.

Targets

The key objective of the Candidates Programme is the personal development of the candidatesso that they can assume the profile of an SCS manager (directors level and up). The SCS

2.2 Case study – the NetherlandsThe SCS Candidates Programme A Programme for Tomorrow’s Senior Managers


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Candidates Programme offers supervisory managers just below director’s level an opportunityto gain fresh experience and insight; this process enhances and broadens work experience inthe central civil service.

Tomorrow’s senior managers

The rapid developments, now taking place in society, that are so often difficult to predict serveto reinforce the demand for senior civil servants who can deploy their skills in dealing with

social problems and giving proper guidance and direction in finding new remedies andsolutions. Social awareness and the courage to use unconventional methods are competencieswhich tomorrow’s managers must have in abundance. These managers are dedicated to thepublic cause, keep a close eye on the political implications of their actions and, with thoseobjectives in mind, know how to encourage and motivate colleagues. He or she inspires asense of confidence in the qualities, expertise and skills of his or her team and is able todelegate responsibility. Tomorrow’s managers know how to instil a sense of vision into theircolleagues, take the initiative and are persuasive. They have a strong sense of integrity andare also prepared to account, in the interim and in retrospect, for a particular policy. The newbreed of manager knows him or herself inside out and is conscious of his or her own strengths,weaknesses and need for personal development.

The three aspects of the SCS Candidates Programme

The Programme comes in three parts: a group programme, an individual programme and workexperience. These three aspects will help to understand your own character and personality,the role of a manager and how to see society in context. The group programme takes aminimum of two years and can take up to four years when combined with the individualprogramme. The interest, aspirations, circumstances, potential and personal development ofindividual candidates are all factors which determine the content of the group programme (twoyears), the individual programme and work experience (outside the Netherlands) and workplacements where appropriate.

The group programme

The active group programme comprises two or three sessions each term the candidate willspend one day and sometimes two days on a range of topics. Authoritative and/or prominentspeakers will introduce the topics and the candidates will be invited to complete a number ofassignments. The agenda includes: managerial crises, media management, personal problemsconcerning integrity, ICT and management. The group programme will also consider currentsocial issues such as waiting lists in the health care sector, security and the multiculturalsociety. The candidates regularly are actively involved in the practical aspects. For example, anassignment might mean helping out in the health care sector or at centres for the homeless orbeing out on patrol with the Police. The practical course work shows another slant on socialissues and encourages social awareness and commitment.

The tailormade individual programme

The individual programme is worked out in consultation on the basis of a number of criteria,including the score in the development assessment at the beginning of the programme and thetarget profile of a budding SCS manager. The individual programme focuses throughout on thedevelopment of the competencies required to achieve the target profile. Taking part in studycourses, conferences, platforms and brief work placements might form aspects of theindividual programme.

Broad work experience


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Broadening work experience forms an essential part of the SCS Candidates Programme. Thecandidate will initially be encouraged to gain wider work experience from the job that he or sheperforms when the Programme starts. At a later stage he or she will be assigned to otherduties, depending on previous work experience and learning objectives. Possibilities include(temporary) assignment to unfilled vacancies, secondment, work placement, managing publicand social services projects and/or international work experience.

A proposal to reform top management recruitment, mobility and development as well asforming shared support functions for the top management resources has been prepared underthe leadership of the Ministry of Finance. The proposal was given by the Finnish Government tothe Parliament in October 2006.

The main objective of the reform is to change the definition and contents of topcivil servants’positions from being to a large extent professionals and substance managers more towards theconcept of leadership including a wider view on the whole administration. Included in the newmodel is the establishment of a pool of toplevel positions (130 in total), that are common forall ministries, as well as a reform of the appointment procedures. Leaders would havepermanent top management posts but would be appointed to specific assignments as e.g. apermanent secretary or director general for a fixed period of 5 years (with a possibility for the2nd period or more). A particular performance contract could be made for the 5year periodestablishing the goals and their appraisal criteria. A performance bonus could be linked to thecontract.

The model also includes the idea of professional career and development planning for toplevelleaders and an establishment of a new supporting unit in the Ministry of Finance. This unitwould support ministries and other organisations to implement the new system, in therecruitment and evaluation procedures as well as assist toplevel leaders e.g. in their careerplanning. The unit would also be responsible for the coordination of training and developmentpossibilities available to the leaders in question.

The reform has aroused lots of discussion. The obvious reason for this debate is the underlyingobjective of the reform to influence the whole top management culture, which is naturallybringing about questions on behalf of various stakeholders.

The proposed system is estimated to have i.a. the following effects:

leadership is understood as a profession more professional recruitment, development and evaluation procedures better possibilities for mobility leading to a wider view of the whole administration and

the rest of the society sharpened result orientation and sense of personal responsibility on results better possibilities for creativity and innovations better equal opportunities for men and women (at present ca. 23% women in top civil

service positions)

The reform can be delayed due to the sooncoming general elections. The possible delay doesnot indicate that the intensive development of toplevel leadership should be put to a halt. On

2.3 Case study – FinlandFrom professionals to leaders


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the contrary, ideas related to the new model e.g. concerning training and individualdevelopment of toplevel leaders would be further developed and taken into action.

Frame of Reference for Performancerelated Pay (PRP) elements in Germany

Public Service Structure

Public Service comprises 3 groups of personnel with different status: civil servants and publicemployees resp. workers (both latter groups have been grouped together only recently).

§ Civil servants as professional role model for public service (designated in constitutionto “exercise sovereign authority on a regular basis” and standing “in a relationship ofservice and loyalty defined by public law”) are governed by public law, recruited into aparticular career, remunerated according to the socalled maintenance principle andgranted life tenure.

§ Public employees and workers are employed under private law, recruited for aspecific occupation, paid for their work (compensation principle) and contracted initiallyon a temporary basis.

Although these differences in principles have become less important in practise, thetraditionally acclaimed maintenance principle does not easily lend itself to accommodate to theconcept of PRP.

First PRP schemes in Public Service

While experts suggested strengthening the relation between professional function andremuneration as early as 1973, PRPelements such as performance bonus and performanceallowance were systematically developed within the remuneration structure of civil servantsnot before1997. With regard to material performance incentives for public employees, thesewere granted increasingly as consequence of reforms within partly privatized institutions suchas railways and postal service as well as within the so called “indirect” public administrationcomprising insurance institutions, central bank etc.

Application of PRPelements

Main Tools

3.1 Case study GermanyPerformancerelated pay in German Civil Service

3. Performance management tools and practices – Cases


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To be implemented “costneutrally” and granted only if resources are available within therespective employer’s budget (for details cf. slides “Performance Related Pay at the FederalGovernment in Germany” distributed at the workshop)

Performance bonus

Oneoff payment up to the initial basic salary per month of the respective pay grade (withregard to teams up to 150% of the highest remuneration within the team), should be grantedfor outstanding performance of specific tasks; total number of bonuses and allowances shallnot exceed 15% of respective employer’s staff.

Performance allowance

Up to 7% of the basic initial salary per month of the respective pay grade up to one year,should be granted for outstanding special services that are expected to continue; total numberof allowances and bonuses shall not exceed 15% of respective employer’s staff.

Performance step

The amount of increase in remuneration should equal the difference between the current basicsalary step and the next, should be granted for constantly outstanding performance not toexceed 15% of respective employer’s staff.

Recent result

Within a representative higher federal authority such as the Federal Office of Administration(Bundesverwaltungsamt, BVA), covering a broad range of different functions in its role ascentral service agency with a staff of ca. 1.800 and a budget of ca. 164 Mio € the abovementioned PRPelements were distributed between 20032005 as follows:

The total financial amount for these elements was per year 296.286, 344.921, 319.411 €

§ Bonuses were granted to 195, 240, 227 persons with a respective financial amount of200.733, 305.191, 273.912 €

§ Allowances were granted to 18, 37, 47 persons with a respective financial amount of58.134, 28.881, 38.644 €

§ Steps were granted to 42, 19, 12 persons with a respective financial amount of 37.419,10.849, 6.855 €

In line with present administrative reform strategies in the Federal Government, in 2006financing for PRP will be raised to 373.939 € and earmarked entirely for bonuses.

Conclusions

Recent experience seems to indicate that piecemeal introduction of PRPelements have been alimited success. Obviously, in the framework of costneutrality and quotas even elements thatwere adapted to traditional remuneration schemes such as allowances and steps proved to betoo insignificant to cause broadscale change. In order to appreciate good performance it hasbecome more attractive to grant bonuses that for significant and immediate compensation.

Thus, one lesson seems to be that adequate “management” of PRP requires more systematicand farreaching interdependence with career development, personnel assessment andremuneration systems; these areas presently are being reformed. On the other hand, thepractical experience gained by senior staff while deciding how to grant specific PRPelementsmay prove to be good training for future more complex “leadership”.

3.2 Case study – United KingdomManaging and recognising individual performance


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We can distinguish two specific elements to performance measurement in the UK Civil Service:

§ Departmental/Organisational Performance§ Individual performance and reward management

Current Context

Recent developments in Public Sector Reform have identified four specific components to movetowards better public services for all.

One of the key components in the review of capability and the Government's response tofuture events has been the introduction of Capability Reviews. This approach introduces thesystematic peer examination of core capability and delivery objectives across government (17

main Government Departments). For more information on this initiative, go tohttp://www.civilservice.gov.uk/reform/capability_reviews/index.asp

Perhaps one of the most significant aspects of the outcomes of the first wave of reports hasbeen the identification of changes to top down performance management which currentlycover stretching outcome targets in the form of Public Sector Agreements (PSAs instrumentsto measure specific ambitions for improvements in Government services which are publiclyavailable), frameworks in the level of minimum standards, performance assessment andmonitoring and means to tackle under performance.

More information on PSAs can be found athttp://www.hmtreasury.gov.uk./Documents/Public_Spending_and_Services/publicservice_performance/pss_perf_index.cfm

There are of recognised limitations to performance management, such as increasedbureaucracy (targets become an increasing demand on resources), the disempowering of staffto react to local and user needs and perverse incentives that disadvantage user preference.Ongoing reform of PSAs is helping to address this by expressing targets as outcomes to beachieved, giving greater freedom to local providers and focussing on poor performers andbalancing top down performance management with other delivery drivers.

Additional corporate objectives are being introduced to meet the delivery requirements of theCivil Service.

In recent times these include diversity objectives, driven by the Diversity 10 point plan(http://www.civilservice.gov.uk/diversity/10_point_plan/aims_and_foreword/index.asp) whichsets specific targets for leadership composition as well as other far reaching agendas. Theseare having a direct effect on the individual performance targets for the Senior Civil Service(SCS). Tied too PSA targets, legislation, efficiency programmes, leadership agendas and othercorporate programmes come together to shape the way in which the UK assesses performanceat the organisational and individual level.

Individual Evaluation

The system applied to the SCS (approx 3,900 staff equal to around 1% of the Civil Serviceheadcount) incorporates many of the elements mentioned above. The performance system isstraightforward and comprises three main components objective setting, relative evaluationand the reward process. The pay structure recognises two main focuses Base salary (setaccording to competence, job challenge and sustained performance) and a flexible bonussystem which rewards the delivery of objectives which equates to up to 20% of base salary.

http://www.civilservice.gov.uk/reform/capability_reviews/index.asp

http://www.hmtreasury.gov.uk./Documents/Public_Spending_and_Services/publicservice_perf

http://www.civilservice.gov.uk/diversity/10_point_plan/aims_and_foreword/index.asp


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The range and top levels of pay vary across SCS grades as do individual rewards.

More information on SCS pay and reward can be found athttp://www.civilservice.gov.uk/management/performance/scs/index.asp

Future Developments

There is an increasing emphasis on driving the public sector reform agenda and a greater focuson outcomes. Leadership and the expectations of what is required for senior staff is alsoaffecting the UK's approach to performance management. This is leading to a renewed drive tolook at horizontal issues and an increasing alignment of how we align organisational andindividual objectives. This will increasingly lead to bonus pools determined by organisationalperformance, larger flexible rewards and base pay decisions based on job challenge andcompetence.

Salary system

Salary is the most important condition for service. It accounts for around 4/5 of the labourcosts of the State employer. State salaries are based primarily on systems covering the wholeof central government or on agencyspecific systems by means of collective agreements. Thebroad parameters of the State employer's salary policy are coherent, and a reform of thesalary system has been implemented extensively in 2005.

New systems implemented

The reform of the salary systems is one of the core factors for the personnel policy of theState. The new salary systems are already widely in use. In the beginning of February 2006,the new systems apply to the majority of agencies and about 95 per cent of State employees.In accordance with central government level collective agreements, the reform has had to beimplemented throughout the rest of the State agencies with binding, agencyspecific deadlines.At the moment negotiations are still unfinished regarding some agencies. The salary systemreform has been prepared in close cooperation with the unions.

The new salary systems are agencyspecific, but drawn up according to general principles. Thesalary is made up of a basic salary based on the demands of the job, plus a personalcomponent based on personal performance and competence, which can be a maximum of 50per cent of the basic salary depending on the contract clauses for each sector. The level ofrequirements of the job and the performance of the employee will be reviewed annually inindividual discussions on performance and professional development. In some cases, the newsystems also take account of experience through a component based on years of service.

The new salary systems constitute an important management tool. In the regular, usuallyannual, development and evaluation discussions between managers and employees needs ofdeveloping work contents and practices may come up on individual employee as well asorganizational level. Also the targets, results, resources, personal training and developmentand other issues will be discussed.

The new salary systems replace the 'A' system and other previous systems mentioned aboveAs part of the government incomes policy agreement for 20052007, joint followup work wasagreed upon between the State Employer's Office and the principal parties to the agreement in

3.3 Case study – FinlandSalary system reform

http://www.civilservice.gov.uk/management/performance/scs/index.asp


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connection with central government salary policy in order to develop the salary systemsfurther during the agreement period.

The withdrawn 'A' salary grade system and other superseded systems

The ‘A’ salary grade system has been withdrawn. In some cases it is still maintained in thespring of 2006, until the final signing of the new salary system contract.

Under the 'A' system, the monthly salary was the sum of the basic salary (salary grades A1 A34), a costofliving allowance (6 or 9 per cent of the basic salary) and age increments based

on years of service (06 increments over a period of 18 years totalling at most 28 per cent ofthe sum of the basic salary and the costofliving allowance). Teaching posts also employedthe 'C' system, which has its own table of salaries (salary grades C25 C75) but otherwisecorresponded to the 'A' system.

In addition to the 'A' system a small part State employees have been covered by slightlydifferent, old agency or sectorspecific systems. Individual, eurodenominated pay

arrangements are also in use. The salary can also include various pay factors based on specialduties or conditions and timebased payments.

Resultsbased remuneration

A separate, annually determined and payable system of resultsbased rewards is in use inaround one fifth of the central government administration. The payment is based on theachievement or exceeding of goals that have been set in advance, and it is a groupspecificform of remuneration. Resultsbased remuneration is generally paid for exceeding the resultsset at agency or unit level. They are equivalent to around 2 per cent of the annual payroll.Resultbased remuneration systems are agreed in cooperation between employer andemployeeside.

As part of the government incomes policy agreement for 20052007, a joint project forpromoting and developing the system of resultsbased remuneration during the agreementperiod was agreed upon between the State Employer's Office and the principal parties to theagreement in connection with central government salary policy.

In the last four years, a significant reform of the Portuguese Public Administration is beingcarried out. It was intended to change the old bureaucratic, blocked and inefficientAdministration into a liable Administration, endowed with responsible managers, simple andrationalized structures and predetermined annual outputs. As this new Public Administrationdemands for a new form of management, involving larger accountability, autonomy andleadership skills, the managers’ role in the reform process has always been one of the majorpriorities.

The new management staff status

4.1 Case study – PortugalChange management and structural changes

4. Change management, development of the organization and strategicHRM – Cases


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The management staff status passed by Law n.º 2/2004, of 15th January, changed by Law n.º51/2005, of 30th August, introduced major innovations in the legal system:

§ A number of general rules were expressly stipulated to oversee the performance ofmanagement positions and ethical and managerial principles, namely management byresults, in accordance with annual objectives, definition of resources to be used andprogrammes to be developed, taking into consideration the systematic application ofcontrol and the assessment of result mechanisms;

§ The “Charter of Mission” was set up as a fundamental measure in the qualification ofmanagement and accountability of holders of 1st grade top management positions. Thischarter will express the mission assigned to the top managers by the Government asresponsible for the service, which is to be managed. This document will constitute thebasis for a regular assessment of the managers’ performance and, consequently, theassessment of each organisation.

§ Assessment started to be considered as an essential factor in the performance andquality of services. Managers are held responsible for the rigorous development andperformance assessment of civil servants according to specific objectives.

§ To foster the permanent capacity of the service to execute tasks and optimizeresources, new powers were assigned to top managers for restructuring their ownservice as well as setting up, changing or abolishing organic units.

§ The need for management staff training was strengthened; holders of managerialpositions must attend vocational training during the first two years of theirappointment, under penalty of the termination of the respective limited executivetenure. Simultaneously, the offer of training for management staff is made moreflexible, allowing adaptation to different levels, grades and functional contents.

Restructuring Programme of State Central Administration

The Governments’ Programme stipulates as one of its objectives the making of PublicAdministration friendly towards citizens and economic development. It also lays down itsdetermination in reorganizing central administration in order to promote economies ofexpenses and gains of efficiency by simplification and rationalization of structures. Themodernization policy must be conducted so as to adjust it to financial resources and improvequality of the service delivered to citizens, by means of decentralization, deconcentration,merger or abolishment of services.

In fact, an Administration oversized is not only expensive but also generates bureaucracy,difficult dialogue with citizens and constant needs for more resources. Consequently, theRestructuring Programme of State Central Administration (PRACE) was settled, based on thefollowing principles:

§ Assessment of current activities developed by central administration with a view todetermining those that must remain, be abolished or be transferred to other public orprivate entities;

§ Reduction of administrative structures that pursue complementary, overlapped orparallel objectives combined with the improvement of quality of services delivered tocitizens and companies;

§ Simplification, rationalization and reengineering of administrative procedures;§ Organization of partnership services for functions and common activities;§ Deconcentration and decentralization of functions to regional and local levels.

The Programme is carried out in three different stages:

§ Strategic framework (general orientations and planning the Programme for therestructuring of each ministry);


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§ Assessment and organizational redefinition of structures, and resources of centraladministration (carried out by a Technical commission and working groups appointedfor each ministry);

§ Implementation (a number of pieces of legislation and other instruments are drawnup, passed, and followed up by the restructuring of each ministry and thereassignment of resources).

In the accomplishment of the Programme particular attention is being paid to the definition ofquantitative management indicators and to the introduction of measures relating to the level ofuser satisfaction in relation to the quality of services delivered.

Organizational development and strategic HR management

In the implementation stage, currently under way, in addition to the statutes that passed theorganizational redefinition of structures, new legislation concerning the abolishing, mergingand restructuring of structures as well as the general rules about mobility, was settled. In thiscontext, new management instruments were given to top managers to evaluate and adjustboth the organizational structure and the existing human resources.

Organizational development

All the decisions and procedures within the development of the abolishing, merging andrestructuring processes are taken under the responsibility of both new and former topmanagers. In fact, the cooperation between new and former top managers, in the transitionstage, was one of the Government major concerns; therefore, it was also foreseen thedisciplinary accountability for those who disregard the legal deadlines for ending the process.In addition, a new process of Human Resources measurement was established with the view toevaluate the human resources and adjust them to the aims and needs of each organization;this process can be used by top managers even though no structural changes have occurred.Human resources that exceed the needs of the (new) organization are placed in a specialmobility situation.

Strategic HR management

The changes introduced in the mobility system seek the improvement of human resources inorder to enhance the management efficiency and to make mobility procedures more flexible.Therefore, as human resources management instruments, top managers have on their disposalseveral mobility mechanisms, such as transference, requisition or special ceding. In general,the use of any mobility mechanisms can be caused by the workers or by the Administration,without the workers’ agreement3. Emphasizing the upgrading on top managers’ humanresources management competences, the situations in which the workers’ agreement can beexempt were enlarged.

In fact, the workers’ agreement is not needed if the mobility occurs:§ To an organisation located in the same municipality as the former organisation or the

workers’ residence;§ To a bordering municipality, if the workers’ former organisation or residence is located

in Lisbon or Porto;§ To any other municipality, if certain accessibility conditions are verified.

Besides these general mobility instruments, there are some special mobility procedures, usedin a context of abolishing, merging and restructuring processes or Human Resourcesmeasurement, when human resources cannot be held or immediately placed in anotherorganisation.

33 The workers agreement is always needed for special ceding.


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The special mobility process is carried out in three different stages:§ Transition (60 days) – allows the worker to restart his professional life. During this

period the worker is entitled to 100% salary.§ Requalification (10 months) – allows to identify the workers’ profile and to build a

training programme in order to improve their working capacities. During this periodthe worker is entitled to 80% of the salary.

§ Compensation (after requalification) – besides the possibility of professional training,it allows the worker to restart his professional life in Public Administration (in anotheractivity) or in the private sector. During this period the worker is entitled to 60% ofthe salary.

The group of workers who have been placed in a special mobility situation operates as a poolwhere every public organisation, in need of new workers, must access before starting a newrecruitment procedure.

Assessment

Top managers are accountable for the outputs achieved in the executive tenure. In fact, thenonaccomplishment of the aims established in the Charter of Mission will determine the nonrenewal of the executive tenure or even its’ conclusion in advance. Furthermore, organisations

themselves are submitted to an assessment procedure that shall include the following steps:selfappraisal, monitoring and auditing services by public or private entities.

Is the Swedish public administration flawless? Or is there an ongoing discussion concerningneeded change? Of course it is not, and there is.

In a democracy the outcome from the State administration may be viewed from at least threeangles: Delivery of a legal framework and justice; delivery of an infrastructure and finallydelivery of welfare services and provisions according to the people’s demands formulated inpolitical decisions. A fourth dimension, inherited in the others, is the dimension of efficiencyand effectiveness, i.e. it is about value for tax money. Although the Public Sector in Swedenconsists of three political and administrative levels this paper mainly dwells with the reforms ofthe Civil Service, the state.New drivers for changeDuring the period 19451980 the Swedish public sector grew immensely. The dominatingideology was to provide good services and social security to the citizens. Legislation focusedregulation of welfare rights and a fair distribution of welfare allowances. Also, hugeinvestments in roads, electricity and telecom structure were seen as vital for the economy.Other important fields for development were housing and higher education and assistance todeveloping countries. Few important stakeholders considered whether these reforms wereeconomically sustainable or not.

However, in the early 1970s a worldwide oil crisis for the first time shattered the confidence inthe Swedish economy. Scattered efforts to modernise government were made in the 1970s butthere are no traces of a coordinated strategy for change. As a matter of fact little is knownabout lateral coordination in the first decades of postwar administration. On the one hand thecivil service was smaller and the government could be working even more collectively thantoday. Furthermore the former Government Agencies and Institutes Ordinance stated that“agencies have to offer each other their hand”. On the other hand, commentators from today

4.2 Case study – SwedenIn the service of citizens: Managing modernization of the Swedish Civil Service – a multilevel, multitask, step by step process.


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are claiming that the involved stakeholders seem to have been handling their need forconsensus by informal talking, thus leaving little evidence for future analyses.

In 1982 the Government decided to devaluate the Swedish Crown with 16 %. This was alsothe starting point for 20 years of more or less focused reforms of government administration.The following year the Swedish economy went through its first post war recession. At the sametime it became clear that the tolerance level for the pressure of taxation had reached its peak.From this point the new perspective on the public sector became increasingly stronger in theMinistry of Finance. A perspective that may be summarised: Public resources should be usedas effectively as possible and public services should be more customer oriented. In the 1990sand early 2000s a second and more powerful economic recession struck the Swedish economy.From this point very few politicians and administrators doubted the necessity to keeping downpublic expenditure.

In addition the following drivers for change may be noted:§ Increased and more complex demands from citizens and a demand for more citizen

satisfaction§ Membership in the EU§ Opening of state monopolies for competition§ Globalisation§ Demographic changes§ Possibilities caused by ITdevelopment

gh

The reform processed started in the Ministry of Finance at the shift of Government in 1982. In1983 the Ministry of Public Administration was established and it immediately put special focuson implementing the modernisation of the public service, especially the civil service. In 1996,when the basic reform processes were more or less finished, the ministry changed its name tothe ministry of interior. In 1998 the ministry was closed down and its responsibilities weremoved. Today the central responsibility for managing public administration policies yet againrests with the Ministry of Finance. Even if the driving forces for change came from differentangles, the roles of the Ministry of Public Administration and later on the Ministry of Financewere essential for the modernisation of the civil service. Currently most ongoing reformprocesses are mainstreamed into the yearly budget process and further into the agencies dayto day business. An evidence of this is the fact that the Government Employers’ Council in2006 collectively stated that: “Change and development of business is a natural process andshould not be regarded as an abnormal situation.”

What was done then? What reforms were carried out that helped the civil service become moreefficient and effective? The following list may not be complete, but it is intended to provide apicture of a multilevel and multi task process where the sources of energy and not always areeasy to identify.

v In 1982 the Ministry of finance initiated a devaluation of the crown with 16 % and macroeconomic analyses put a strong political focus on the modernisation of the public service inorder to make it more efficient and effective.

v In 1983 the establishment of a Ministry for Public Administration was one of the means toreach this target.

v In 1985 the parliament passed a bill on Human Resources Management (HRM) that statedthat HRM in the civil service should focus the interest of carrying out government businessand act as a strategic tool for the modernisation of the civil service.

v Accordingly the parliament in 1986 passed a bill on the leadership of agencies in the civilservice. Through the bill more focus was put on the responsibility for the heads of agenciesfor long term planning by constantly adopting agency business to current needs and alsofor reporting needs for major changes to the government. Renewal of the civil servicebecame the code word.


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Ø About the same time the Government and the central government unions jointlyestablished a special agency “The Government Renewal Fund”that gave financial aswell as knowledge based support to the agencies work with change.

v In 1988 the Ministry of Public Administration prepared a Complementary Budget Bill to theparliament that formed the starting point of the still current era with management byobjectives and results. According to the bill “the main motive for a renewal of thebudgeting system is that the societal development during the 1980s reached a point wherethe public sector share of the economy cannot further increase. The task from now on hasto be to find methods for making public business more effective and for reallocatingrecourses by a continuous scrutinising of systems and organisational structures.” Fromthat point economical steering became an increasingly overarching instrument formanaging the government administration. The Government’s steering of the agenciesbusiness should from this point be carried out on the basis of developed accounts andanalyses of results.

v In 1988 a special task force in the Ministry of Public Administration was appointed thatsuccessfully scrutinised the Civil Service and proposed changes that cut its administrativecosts with 10 % within three years. In that process some agencies, that provided and coordinated services to the government administration as whole, were closed down and theirresponsibilities were decentralised or abolished.

v Many outdated regulations vanished through a special ‘sunset ordinance’ that decreed theabolishment of hundreds of old agencybound regulations that could not be very wellmotivated before a fixed date.

v In 1989 a new Job Security Agreement were concluded. In practice it facilitated large staffreductions in the Civil Service. From now on the economic and other supporting measures

according to the regulations in the agreement aimed to help redundant staff attain newemployments in any part of the labour market – a total shift in focus from the formerregulations that focused on replacement within the Civil Service.

v In 1991 the social partners in the government administration closed an Agreement onIndividual Pay, stating that pay should be decided individually and differentiated accordingto skills, responsibility and market demands.

v In 1994 a new Law on Public Employment passed Parliament. One of the main differenceswas that the notion of staff being succeeding into vacant offices was exchanged by thenotion of being public employees with essentially the same rights and obligations as anyemployee on the labour market. Accordingly, most career based systems were abolished infavour of position based systems, where most positions are filled through opencompetition.

v 1994 was also the year for substantial changes for the government agencies’ role asemployers.

Ø A framed budget system was introduced. In practice it contains cash limits that make itimpossible for agencies to acquire further budget appropriations during an ongoingfiscal year.

Ø Heads of agencies got the full responsibility for staffing and other use of resources inorder to reach their objectives.

Ø Heads of agencies were also by law obligated to act as single employers and within thatresponsibility to cooperate and form general employer policies for the centralgovernment sector.

Ø In the ordinance with general administrative rules the term ‘Personnel Policy’wasexchanged by ‘Employer Policy’. The responsibilities of each government employer (i.e.the heads of agencies) was further clarified should put focus on:§ increased knowledge of business objectives among staff;§ the creation of good working conditions;§ safeguarding and further development of the employees’ competence and

experience.Ø The Swedish Agency for Government Employers were established with the

responsibilities to:


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§ coordinate the employer policy formation through cooperation between thedifferent agencies in the state administration;

§ negotiate with the government unions in order to conclude national agreements forthe central government sector;

§ support the agencies in their employer businesses.

v In 1997 a new Budget Law further defined the budget powers and duties between theParliament and the Government. This law gives the Government vast possibilities todelegate some of its responsibilities to the subordinate agencies. The law also became thebasis for more detailed budget regulations that the Government provided the agencieswith.

v 1997 the Committee for centralgovernment Administrative Policy published its final report“ In the Service of Citizens – a cohesive policy for government administration”. The policypointed out measures “to prevent that the unavoidable specialisation, decentralisation andheterogeneity in the civil service will lead to disintegration and lack of context ingovernment business” and the need to increase the cooperation inside the administrationand with participants outside the administration. The comprehensive objective has been toaccomplish a central public administration characterized by democracy, the rule of law andefficiency.

v Also in 1997 the social partners concluded the agreement CoOperations for developmentthat regulates workplace democracy and the relationship between the social partners atworkplace level. In short the agreement poromotes a constructive climate betweenemployers and unions by supporting motion

Ø from debate to dialogue,Ø from confrontation to agreement,

Ø from unionbased loyalty to work based loyalty,Ø from strict employers’ perspective to leadership.

v In 1997/98 the bill Central Government Administration in Public Service was passed by anunanimous Parliament. If we concentrate on issues of autonomy versus cooperation for andbetween agencies, the bill accentuated among other things the need for collaborationbetween agencies and with other players in society, to make use of farreaching scope forimprovements for citizens and companies. Possibly this was the first time the term joinedup central public administration was used in Sweden as the objective which just could bereached by collaboration between agencies.

Ø Accordingly the government in 1998 presented “Public Administration in the Service ofDemocracy – an Action Programme

Ø In January 1999 an Agency for Quality and Development were established in order togive support to the government agencies in their work with the action plan. In 2006 thebusiness of this agency was merged into Verva, the new Swedish AdministrativeDevelopment Agency. Verva is responsible for coordinating the development of centralgovernment in Sweden and is one of the Government’s central advisory agencies. Morespecific Verva:§ Is the expert in the field of public administration development.§ Promotes and supports the development of public administration.§ Supports human resource development and strategic human resource management.§ Enhances coordination in government administration.

Comments on managing changeWere all these historical changes really thoroughly managed by the government, or were theymore or less just happening as a result of economic necessity and an ongoing change invalues? The correct answer would of course be an issue for research, but there is at least someobvious evidence of a centrally managed development. In the early 1980s there was anincreased awareness and debate about the impact on macroeconomics by a (too) large publicsector. The OECD pointed out some of the Nordic Countries and gave severe warnings aboutlack of sustainability in their welfare systems.


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In 1982 the new Minister of finance stressed the importance of a more effective publicadministration. An economical and political strategy for increased efficiency in the publicservice was taking shape. The minister of finance was personally involved in this. Otherpolitical forces were holding back the process somewhat, but the direction (if not the speed)was clear from the beginning.

As we have showed, a lot of parallel processes have interacted to create a more modernadministration. One of these may be called ‘the economization of the administration’ adeliberate focus on efficiency and costs. The Minister of finance by the time put it this way:“The very best way to achieve efficiency is by creating lack of resources”. The taskforce thatwas established 1988 in the Ministry of Public Administration reported directly to the StateSecretary in the ministry. This was a unique solution that differed from the normal structurewhere line departments were led by line managers. The Complementary Budget Bill in 1988 isof course in itself a proof of political involvement and leadership, even though those membersof the taskforce who wrote it used all their creativity in order to find different paths of changeand better economical output from public expenditure.

Another, very much intentional, process was the devolution of responsibilities to the businesslevel in public administration, including the responsibility to keep business within shrinkingbudget frames. The awareness of using decentralization as a necessary means for changeincreased in the late 1980s as a result of the experiences won at the beginning of the processof change. The increased delegation of responsibilities also generated new demands for followup and control. Or as a researcher by the time expressed it: “In order to decentralise – youhave to centralise!” Key persons and some researchers in Sweden also have pointed out howthe national interaction with the OECD affected the discourse about public management in

Sweden. According to this it seems likely that Sweden (deliberately) provided OECD withinformation that could contribute to the national discussion about making public administrationmore effective. The establishment of a Ministry for Public Administration with a coherent policyand its special taskforce for implementing change is, as such, an evidence of a coherent publicmanagement policy. On the other hand the policies initiated self generating processes, some ofwhich were not foreseen from the beginning. As a summary we would claim that the changeprocesses would not have succeeded as well as they did without an intertwined relationshipbetween the political levels, key administrators in the ministries and the day to day work bymanagers and experts in the local authorities. The political leadership was, and still is, crucial.experiencesDuring the 1990s and early 2000s reductions in force has been carried out in large scale.Structural changes have been made, mainly agency by agency. An ongoing shift incompetencies has led to that most civil servants now carry an academic degree. Middlemanagement level has been reduced to a minimum. Furthermore the majority of thegovernment enterprises were transformed from being agencies into share holding companies.Some of which were put on the Exchange. You may conclude that change, not stability hasbeen the normal pattern for the Swedish civil service during the past 15 years. In all, thenumber of civil servants was reduced by nearly 50 %. The major part of employees wastransformed into new forms of employment, but about 50 000 or 20 % of the remaining civilservice workforce was laid off due to redundancy.

If change is an objective, technical reforms and a modernised regulation have to be followedby a change in minds. A cultural shift is necessary. This is an ongoing process in thegovernment administration. The challenges are to combine modern leadership withgovernment ethos; economic steering models with equality to the law; decentralised employerresponsibilities with coordinated employer policies etc. We believe it is correct to say that ittook until the mid 1990s, and the Committee for centralgovernment Administrative Policy,before the traditional forms for organising and governing centralgovernment agencies werethoroughly analysed. The Committee also delivered ideas about how the longterm work withstructural changes in the central administration ought to be carried on. Evaluations have


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though showed that Directors General are increasingly taking up their new responsibilities asmanagers and employers. A cultural shift is in fact happening which in turn creates newchallenges and needs of reform. Today consolidation is a tendency as such, but within theframework of an ongoing change process.

What is there to say about the last years’ framework for development and change andconsequences for HR? During a couple of years Around the clock agencies was the umbrellaterm for all strivings towards a more joinedup government until it was considered too narrowto use this principally technologically translated term. IT was more often to be considered asone of several remedies to reach the new central public administration “in the service ofdemocracy”. The new umbrella term is joinedup government.

What were the consequences for the delegated employer policy? In 1999 the minister of publicadministration concluded that the Swedish model was unique in an international perspectivegiving the agencies a far reaching freedom to decide and act in employer political issues. Thedecentralisation was considered to have had positive consequences. The development was inthe direction of more flexibility and variety in the design of the policy for employer issues. Thedecentralization has led to increased involvement, responsibility and by that to an increasedefficiency in the administration. Furthermore, in the first few years after getting their fullresponsibilities as employers the focus of employer policy was somewhat internal. This wasnatural in relation to the new responsibilities given to the single agencies. It also could be aremaining effect from the former system, in which different demands from above created workthat not always was considered to be essential for the local business. Today the governmentagencies are increasingly and eagerly demanding collective employer policies in order tomaking government more attractive for future generations of civil servants.Current and future developmentsIn 2003 the minister declared the need for continuity and change. The basic values ofdemocracy, the rule of law and efficiency which are stated in the action programme for public

administration from year 2000 are still of vital importance while the policy for publicadministration must be developed all the time.

In 2005 the minister even more underlined the importance of strengthening the cross sectorwork by linking together the drainpipes of administration. Therefore a new project is launchedwhich is intended to achieve better horizontal governance of these cross sector areas.

In 2006 the Employers’ Council (an assembly of all government employers) adopted a newstrategy for government employers’ policy 20072010. One of the basic conclusions in thestrategy is that change is not an exception, but a natural and integrated part in the dailybusiness of an agency. In short the strategy was made to meet the following challenges:§ Flexible solutions within the framework of common values§ Globalisation and flexible business demands flexible agreements§ Efficiency and effectiveness demand a good working environment, equity, diversity and

a sustainable allocation of competence and skills§ Leadership as a key issue§ Employers’ policy as a strategic issue for leadership.

One of the main strategies is about keeping the attraction for working in the civil service.Another strategy is to use coordination of and cooperation between government employersas tools for increased effectiveness.

In August 2006 the Government presented a programme declaration for the development ofthe public service. The Governments vision is to create a joinedup public administration in theservice of the citizens. To fulfil this vision, the guidingstars are:§ One commission – one contact§ Right activities the right way§ Innovation and change


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More specifically we are talking about§ New steps towards an electronic government§ Service offices near citizens and business§ A distinct administrative structure§ A more distinct responsibility for agencies activities§ New solutions for more efficient agencies§ A more competent public administration§ A multicultural public administration§ Increased use of evaluations when governing agencies§ More distinct principles for supervision§ A better followup of all the public administration

Are we ready to try on a definition of joined up government?

The development of a joined up public administration is about to, inside the framework of thespecialised administration, adding dimensions of coordination, collaboration and integration.

From ToHierarchical thinking Horizontal thinkingFocus on individual organisations Focus on systems or processesClosing out of actors Diminished borders to the outsideOrganizational borders Focus on processes across bordersAutonomous agencies Higher degree of sharing resources with others

What effects of a joined up government can be expected in the HRfield?

§ changes in the role as a civil servant§ a need for different knowledge and skills§ a need for a common ethic

§ a different direction for and degree of specialisation§ a need for knowledge in change management§ a need for a developed knowledge management§ development of methods and support for competencies supply with a lot of competence

cooperation§ a focus on useful competencies wherever they are§ experience of professional networking§ an understanding of working in and with processes§ an international outlook and understanding§ leadership

A last and concluding reflexion is, that a lot is going on to update the Swedish model forcentral public administration. A lot of energy and other resources have been allocated to thefield of electronic governance. Much less has happened in the field of HR. There seems to behigh time to add E and HRquestions to each other. They are quite inseparable in the future.

'Andere Overheid', which translates from Dutch into English as 'an alternative kind ofgovernment', is a programme for change and modernisation in the Netherlands. Theprogramme consists of two parts. The first part is a vision of a new relation between civilsociety and government and what may be expected from public services. The second part is

4.3 Case study – The NetherlandsProgram Modernising Government in the NetherlandsTowards a powerful government that listens and takes responsive action


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the actual program with more than 40 topics. The motto of the program is a quote by TonyBlair about organizing government around problems, not problems around government.

When the ‘Andere Overheid’ action programme was launched in January 2004 a range ofimprovement projects were already being conducted at all levels of government. But there wasa need for an assertive, unified approach: one face, one label – Andere Overheid.

A DirectorGeneral, whose most important job is to communicate and stimulate activitieswithin the existing departments, heads the programme’s deliberately kept small taskforce. Thetaskforce monitors the progress of all activities that are part of the program, intervenes in theplanning when necessary, reports to the coordinating minister, organises communication(internal and external), prepares the public account and acts as the strategic head and heart ofthe chance movement.

The Action Programme entails improvement and initiatives around the following themes:

Better Service

Service to citizens and companies can be improved and be more efficient. This is done by usingthe possibilities within ICT and a more serviceorientated frame of mind.

Less Bureaucracy

Society demands more space for its own initiative. By diminishing rules and regulationsgovernment can create that space.

A decisive organisation

A well organised functioning government is very much needed in order to execute its tasks, itsauthority and its responsibilities decisively.

Different working method

The success of Andere Overheid stands or falls with a different working method and mentality.A culture of working together and listening to the citizens is a must.

Approach

Andere Overheid is more than a policy matter. It is a movement by and for governmentorganisations and government professionals in order to work more purposeful and societyorientated. Throughout the country projects are initiated in order to realise this.

The role of the Andere Overheid team is to boost the process. This is being done by signallingevents and offering a platform. By exchanging amongst all participants progress and goodexamples and by signalling the processes that need improvement as well as by supportingtransformers and joining forces. It takes a lot of time before public service adapts to adifferent way of working. It begins and ends with governments that are willing to put theirpublic service first and by people who want to make the difference. Only than government willchange.

Time path

In the beginning of 2003 the vision and the action programme were handed over to the sittinggovernment. 15th January 2004 marked the start of the team and the beginning of the actionlines, aimed at the different themes.


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At this moment the team is focused on the third theme: a better organised government. Theupcoming elections provide a window of opportunity for political parties to incorporate ideas fora better organised government into their electoral programmes. Members of parliament willreceive a working paper form the team showing alternatives on four outlines:

A better start for the cabinet

A better political agenda from the start

Program approach

A senior minister leads an interdepartmental organisation in order to achieve success on broadsocial issues

Less policy – More space

More ‘room to move’ for the men at work; less tightening rules; more involvement inpolicymaking

A flexible government

Flexible civil servants; ‘a right for a career’ instead of ‘a right for lifetime employment’.

At the end of this Governing period (beginning of 2007) the taskforce Andere Overheid willcease to exist. Although the taskforce will cease to exist, the spirit of the programme AndereOverheid will live on. Please refer to our website for further information:http://www.andereoverheid.nl

The principle of career, on which the French Civil Service is based, has a strong influence onthe human resources management as a whole and in particular on the “age management”.

Three characteristics must be underlined:§ Fairly strong distinction between the public and the private sectors,§ Right to a regular career path recognized by the Civil Service General Statute,§ Management of civil servants HR by "corps” and not by "missions" or "jobs".

The problems of the "age management" find specific answers in our model of publicservice§ There is no possibility to replace a senior civil servant with a younger employee less

paid.§ The Civil servant has a right to a career progression. He has a right to reach the higher

level (échelons), which results in an increased salary. However, civil servant does nothave an automatic right to a promotion (level of responsibility). Among the conditions

5.1 Case study – FranceAge management and the principle of career

5. Age management and the transfer of expertise – Cases

http://www.andereoverheid.nl


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for promoting a civil servant, the work experience is worth as much as his workingcapacity and skills.

§ Age limits in the civil service have a strict framework: 65 years for the "office" civilservants and between 55 and 60 years for the others civil servants,

§ Prejudice according to which the seniors would have less productivity than the enteringyoung people is not as present in the public sector as in the private one. However it isnecessary to ensure for this category of civil servants a continuous training under thesame conditions as for the younger employees.

The demographic challenge for the next years

More than 40 % of the civil servants will be renewed from here to 2015. This report invites tothe provisional HR management (« gestion prévisionnelle des effectifs »). The challenge is notto renew 1 per 1 of civil servants, but to adjust the newly hired in adequacy with the needs ofpublic sector. This is why France will tend during these next years to a reduction and or astagnation of our total staff by the relocation of civil servant in the sectors considered as beingpriority. These problems are going hand in hand with the will to facilitate the professionalmobility of the civil servants between the various administrations.

We should then think about:§ Developing the continued education during the wholelong career of the civil servant,§ Facilitating the professional changes,§ Eliminating the hurdles against professional mobility,§ Developing the tools in favour of provisional HR management (“gestion prévisionelle

des effectifs”).

Measurements related to the age in the HR management

Priority was given during these last years to fight against discriminations related to the ageand to support the job training during the entire career of civil servants. With this regard, weshould underline:§ The suppression of the age limit for access to the competitive examination: this

measure has a significant impact to joint the civil service but also for the civil servants

in the course of their career (for the civil servants wishing a promotion by the way ofthe internal competitive examination),

§ The development of remuneration based on performance assessment,§ The recognition of the professional experience to better take into account the

competences acquired by the civil servant in his former professional life, in the public orprivate sector,

§ The development of the continuous training for civil servants during their entire career,

The French team exposed, in the workshop frame, the recent legal reforms recently taken toeliminate discrimination related to the age and to support the professional career developmentof the civil servants.

Policy considerations

In recent years, age management has emerged as a matter of pivotal concern within thepolitical sphere, within the state administration, as well as in society in general. To be sure, apredominant way of understanding the development of a strong ‘age agenda’ has been that of

5.2 Case study – DenmarkFrom age management to diversity management


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the demographic trend in society. The population is aging and predictions strongly indicate thatthe human resources will be a scarce resource within a foreseeable future. Obviously, thiscreates a certain sense of necessity for any employer that needs to be able to perform thetasks expected of the specific institution in question.

Without doubt, age management has been recognized as a means to retain employees close toretirement a few years longer on the job market. The larger perspective in this is nothing lessthan the preservation of the welfare society as we know it today a welfare society thatdepends upon the contribution of a large and active workforce.

From the above, it would seem that age management emerges from mere economic necessity.However, this is by no means the case. In fact, one needs to place the emergence of agemanagement in a somewhat broader perspective, namely that of diversity management.

Within the state administration, there is a growing recognition of the value of difference, arecognition that is at the very heart of what we refer to as diversity management. In this view,employees that have reached a certain age may actually be able to contribute with somethingquite unique because of, as opposed to in spite of, the experiences a long and active workinglife has given them. Basically, it is the same underlying philosophy that informs various tasksrelated to gender management, to the management of ethnic minorities, etc; namely that theuse of difference in the management of human resources will add value to the processes andproducts of human labour. The basic challenge for human resource managers and managers ingeneral is to create a working environment that actively and openly appreciates aheterogeneous workforce.

However, is also needs to be emphasized that the focus upon specific and somewhat genericgroups (e.g. people above 50, immigrants from nonWestern countries, women, etc.) may alsoprove itself to place a label upon these people that may be difficult for the individual to escape.A good example of this is in fact age management. Thus, there has been a certain tendency totalk about the older workers when speaking of age management. A means to avoid this is tobroaden the scope and focus upon life cycle policies.

Life cycle policy

The vision behind the life cycle policy is that the professional and personal needs and wishes ofthe employee ought to be seen as a connected whole. Life cycle policy is a relatively new way

of taking the different periods of the employee’s life into account. One of the State’sworkplaces that have integrated a life cycle perspective into their human resourcemanagement is The Court Administration.

The Court Administration work with the following distinction, which reflects how long theemployee has been on the job market:

§ A newly educated and first employment§ An experienced employee§ An employee with smaller children§ A senior/older worker

The philosophy is that to each of the above mentioned periods, different events in theemployee’s personal life will have an influence upon the employee’s professional life. E.g. anew baby, illness, becoming a grandparent etc., represent different events likely to change theneeds and wishes of the employee. Meanwhile, the causality may also work in the oppositedirection. Hence, there may also be events related to the employee’s professional life thatmight influence their personal life, such as changes related to the job content, increasedresponsibility, etc. In other words, the personal and professional life of the employee work areinterdependent.


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As regards senior employees, the life cycle policy of The Court Administration stresses that thejob the senior employee holds must not be a job of less (actual and symbolic) importance ascompared to their job before entering the senior status. More to the point, the job is supposedto be adjusted to the different competencies, ambitions, goals and wishes of the employee.Therefore, the senior employees are confronted with the same demands and are offered thesame possibilities and privileges – e.g. concerning the development of competencies,flexibility, job performance and salary etc. – as other employees. However, the professionaland personal development of the senior employees will often be related to the acquirement ofspecialist knowledge and knowledge sharing. To specifically strengthen this aspect of life cyclemanagement, The State Employers Authority has implemented two initiatives: A Careerclarification program and a coaching course specifically designed to the senior employees.

Careerclarification

Target group: employees that have turned 50Goal: to send a strong signal that: older workers is an important group that should be offereddevelopment initiatives, that older workers still need to reflect actively upon their work life.

The coaching course

In 2005 The State Employers Authority together with The Danish Central Federation of StateEmployees’ Organisations (CFU) launched a coaching course for the first time.

The specific target group is senior employees around 5055 years with a high experience levelwithin their respective fields. It is also important that the participants enjoy a great deal ofprofessional as well as personal respect from their colleagues.

The purpose of the coaching course is twofold:

1. To secure a better use of the experience and knowledge accumulated amongst senioremployees and thereby a strengthening of the learning environment at the givenworkplace.

2. To secure that the senior employee develop new competencies and insights making itpossible to broaden the job portfolio and thereby getting a new and strengthenedposition in the organisation.

By following the coaching course, the participants hopefully will be more clarified as to howthey themselves can develop their own job function and also make them more sure of themselves as to how they can function as a coach towards their colleagues. So far the coachingcourse has been carried out twice with success.

Final remarks

Maintaining the senior employees on the job market is highly prioritised by the Danishgovernment. In the spring of 2006, The Government together with The Social democrats, TheDanish People’s Party and The Social Liberals passed an ‘Agreement on future prosperity andwelfare and investments in the future’.

The agreement aims to make the labour market and the public finances more robust withrespect to increasing life expectancy. In the course of the last 10 years, the life expectancy of60year olds has increased by around 2 years.

The main principle behind the agreement on this area is that a longer life expectancy andbetter health should lead to more active years on the labour market.


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The 28th of august 2006 The State Employer’s Authority met together with The Danish CentralFederation of State Employees’ Organisations (CFU) and The Centre for Development ofHuman Resources and Quality Management (SCKK) to discuss further initiatives related toageing.

The following conclusions and findings can be drawn from the workshop presentations anddiscussions:

6.1 Strategic leadership and the role of top management

Leadership as a profession

Leadership is already widely understood as a profession. There are development processes ongoing in several countries either dealing with reforming the system of toplevel civil servants(e.g. Estonia) or developing new kinds of training programmes for present and future toplevelcivil servants (e.g. the Netherlands).

Widening of core competencies

Among the (new) competencies of toplevel civil servants in most public administrations areinnovativeness and social and communication skills. There is a growing emphasis on leadershipalongside traditional substance orientation, e.g. the ethical frame of an organisation is set byand realised through the top management level and the top management act as role modelsfor the entire organization. Mobility of toplevel civil servants is one way of widening theperspectives and increase creativity.

Toplevel civil servants and politicians – mutual recognition of respective roles

The organizational aspects of the relation between toplevel civil servants and political leadersvaries in the member states, but regardless of the structure of the administration a soundrelation is important. Good cooperation between toplevel civil servants and politicians isessential in developing the competitiveness and productivity of public sector. The key issue inthis relationship is mutual recognition of their respective roles and legitimacy. An essential

question is to what extent toplevel civil servants should be the promoters of longtermstrategic initiatives?

Evaluation of toplevel civil servants

Evaluation of toplevel civil servants is a common challenge in most EUmember states. Thereare several open questions, e.g. who should be the evaluators, what are the exact criteria andhow the criteria could be measured objectively. European cooperation in further developmentof evaluation and quality measures is desirable, e.g. models such as the CAF (CommonAssessment Framework) and performance contracts are welcome. There are good casesavailable concerning selfassessment and also colleague evaluation. Good cases are still soughtwith regard to how toplevel civil servants are evaluated by their (political) superiors.

Increasing leadership potential

Both general and tailormade training can be used and is needed for toplevel civil servants.Training programmes should be planned both for present and future leaders. Training is alsoan important tool to increase leadership potential.

6. Conclusions and findings


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Strengthened role for HRmanagement

HRmanagement should not be seen only as technical or administrative task of theorganisation but as an important supporting element for the top management. It must be astrategic partner to top management in the organisation’s key reforms. This means e.g. thatthe HR executive is an active member of the management group. HRmanagement should bean important function in the development of toplevel leaders.

6.2 Performance management tools and practices

Increased productivity demands of the public administration

Ageing populations consisting of more emancipated and educated citizens demand forincreased public services, with basically same or even less resources. This calls for strongcommitment into performance management. The stability pact of the European Union requireskeeping public spending strictly under control, which then gives a clear mandate togovernments to increase both efficiency and effectiveness of the public administrations and themanagement of human resources. Human resources management should be fully associated inthe daily decisionmaking process and reformoriented strategic planning of the productivity ofpublic organisation. The link between Lisbon strategy and efforts to increase productivity in thepublic administration has to be made more explicit in the member states´ publicadministrations.

Leadership required at all levels

Performance management is based on leadership also in the public administration. It sets highrequirements not only for toplevel civil servants but also for the middle management and thepeople management skills of the immediate supervisors of the employees.

Performance based pay system as a management tool

Performance related pay and other HR incentives require the adoption of performancemanagement in its entirety; otherwise the incentives serve the oldstructured careerbasedlegalistic human resources administration without a clear improvement in staff performance.Performance management is based on dialogue in setting the objectives, assessing the annualperformance and welltargeted coaching throughout the work process. In this connection,performance related pay systems are helpful management tools, and they and other incentivesmay increase motivation among the staff members.

Inclusion and motivation of employees

A prerequisite for the successful implementation of the performance related pay systems is thetimely inclusion of employees in the preparation of these systems, as has been done in e.g.Germany and Finland. These systems are also needed to implement reforms and structuralchanges in the public administration.

6.3 Change management, development of the organization and strategic HRM

Public sector reform and the Lisbon Strategy – a missing link?

Public management reform processes reflect changes in the society. These changes need notonly be reacted on but proactively foreseen by public administrations. The background anddrivers for changes in public sector reforms are in principle the same as for the Lisbon Strategy– need for increased efficiency, productivity or economizing the public administration. One cansay there is a link between the public sector reforms and the Lisbon strategy, however, onecannot say the changes in the public administration would have been triggered by the Lisbon


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strategy. Many of the changes in public administration have been going on much longer thanthe Lisbon Strategy. They have been triggered more as a reaction to domestic changes butalso to changes in the international environment of the country – globalisation and/or EUmembership. EU membership as such has huge impacts on the national administrations byputting pressure to reform and change the public administration, as manifested for instance bythe development of national programmes of growth and employment. A general strategy isneeded to manage change in a systematic manner. The Lisbon strategy could be seen as anumbrella for all the other strategies of the public administration. National programmes andstrategies should therefore more clearly be linked to the Lisbon strategy. There appears to bethis link but at the same time one could ask to what extent current HRM strategies, trainingstrategies and public administration reform strategies in the national public administrationshave been reviewed because of the Lisbon strategy.

State of play of public administration reform

Member states are at different stages regarding the changes and reform processes of thepublic administration. In some countries public sector changes and reforms have been plannedand implemented over a long period of time (e.g. over the period of 40 years). In othercountries changes have taken place on a very short period of time (over a period of 5 years).Some countries have gone through dramatic changes in the public administration in a veryshort period of time and have not had the time to digest the changes or plan and discuss thechanges and reforms – the time needed for adjusting to these changes has been very short.

Role of the state

In different member states the role of the state and understanding of that role varies. This isreflected in the public administration development and in the role and tasks of the publicadministration or an individual civil servant. Also the citizens in different member states seethe role of the state and public administration differently. An efficient and well functioningadministration is widely acknowledged as a key factor contributing to the overallcompetitiveness of the economy. This acknowledgment however still requires concretemeasures to be taken in order to ensure effective results.

How about local administration?

Very often the focus of reforms is on the central administration. Local administration is largelyresponsible for the practical implementation of policies and law according to the guidelines setby the central administration. Attention needs to be drawn to how reforms are implementedeffectively on the local level.

HRM challenge

The changes also pose challenges to civil servants. A new type of civil servants with differentskills is needed – substance skills are not enough. Also a new type of leadership is needed.There is a need for increased mobility of civil servants as it also supports learning andadjustment to changes. However, at the same time increased mobility puts pressure on publicorganisations and to some extent limits institutional memory. Civil service training is alsoneeded to support the adjustment to changes and also to provide a way to manage thesechanges in public administration.

Inclusion and motivation of employees

Timely exchange of information and an open dialogue contributes to the inclusion andmotivation of personnel in the reform programmes. As every employee faces change as anindividual, further requirements are set on people management. Situations of change call forclear and welldefined personnel planning.


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6.4 Age management and transfer of expertise

Common challenge

The challenge of age management and the issue itself is the same in most European countries.However, the answers and practical solutions seem to differ in many ways. This is mainly dueto different types of structures and features of the member states and their publicadministrations. In many member states the demographic development means that a greatnumber of civil servants will retire in the near future. Therefore there is a need for systematicpractices and tools in order to transfer the expertise and the knowledge from senior civilservants to younger colleagues and to file them into the institutional memory of theorganisation. Relocation of tasks and personnel between administrative levels, movementbetween sectors and reallocation of financial resources may be necessary. Continued reform ofpublic sector pension systems is also called for, as the development of pension systemstowards encouraging longer careers is necessary for securing the sustainability of the pensionsystems themselves, responding to the emerging labour shortages as well as for the transferand diffusion of expertise.

Age as a part of diversity management

Age management is not only a demographic question but also a broader question of diversity.Age management has to be seen as one element of diversity management. The workingcommunities in the member states are increasingly heterogeneous. This fact challenges themanagement and leadership skills in many ways, but at the same time it opens newopportunities and resources for public administrations. A welcome initiative is the decision toarrange a European diversity conference in Denmark in the autumn of 2007 and itspreparation in cooperation between the employers’ organisations and the trade unions.

Balancing different elements of life

It is also important to see diversity in a broader context and not only focus on certain groups.Focus should be on life cycle policies and the balance between working and personal life. Thisshould be taken care of in all age phases, as it contributes to the performance of the individualemployee and thereby also carries positive outcomes for the organisation.

Young leaders – new skills

There is a tendency to appoint younger managers instead of the aged ones. Therefore, goodmanagement skills are required from young managers. Instead of having older managers and

younger employees, the situation is more and more often reversed. This requires differentmanagement skills. What is particularly needed is the acknowledgement of the fact that olderemployees still are productive and innovative resources capable of learning new matters andthings.

Ageing means development

Ageing can be seen as a “positive trigger” for many types of development processes in publicorganizations, for instance the development of structures, processes, attitudes, values etc. Bymore practical activities motivation and mobility can be increased in our organizations, e.g.horizontal movement should to be encouraged instead of vertical movement only. As part ofthis the horizontal expert career should also be appreciated, not only the vertical managerialcareer.


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On the basis of the above conclusions based on the country cases, the following more generalconclusions and critical questions can be made. These questions are intended for the basis ofdiscussions for the Directors general responsible for public administration.

Public sector reforms and the Lisbon Strategy

It seems that the link between public sector reforms and the Lisbon Strategy is, if not missing,somewhat vague and unclear. It also seems that in most cases national Lisbon Strategy actionplans produced in member states fail to include the role of the public sector. However, publicsector reform projects and the Lisbon Strategy share the same grounds and generalchallenges: globalisation, a concern for the capability to be competitive, innovative and

7. Future challenges and critical questions


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renewable, the ageing population, the sufficiency of labour force and the growing demand onservices. Should public sector reform work and management more explicitly bear in mind alsothe targets and goals of the Lisbon Strategy? If so, how should they be rendered visible? Howcan e.g. emphasis on innovation be developed in the public sector?

Strengthening of HRfunctions as a strategic partner of top management

HRM should become a key topic on the agenda of top management, instead of being a mereadministrative, executive function. What does this require from both quarters? For the HRquarter it necessitates at least selfrenewal and a willingness to step outside the administrativerole. From top management in turn a better understanding of the tasks and possibilities of theHRfunction. What else?

Motivation, inclusion and commitment of personnel in reform work

What does motivation, inclusion and commitment of personnel in reform work require fromleadership, especially in situations characterized by change? Who stands in the front line, topmanagement or the managerial level? What is the role of the HRfunction? What is requiredfrom the personnel, e.g. flexibility, developmental activity, an adoption of necessary newskills? What is the role of social dialogue?

Broadly recognized perspectives on leadership and management

There are common European values and principles such as equality, the rule of law,transparency, trust, neutrality, impartiality, quality and expertise. Work has been done toprepare a common competence framework. We are all facing common challenges in the publicsector reform work. On these bases, should the work be continued so as to lead to broadlyrecognized perspectives for good leadership and management on the European level? Is this apossible or desired goal given the differences of administrative structures and cultures?

Case contributors

EstoniaMs Eve Limbach [email protected] Mariann Veisson [email protected] of Public ServiceEstonian State Chancellery

The NetherlandsMr Peter van der Gaast [email protected] of the Interior and Kingdom RelationsThe Hague, The Netherlands

8. Contributors

mailto:[email protected]




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GermanyMr Manfred Späth [email protected] for Public ServiceFederal Ministry of the Interior, Germany

United KingdomMr Paul Roberts paul.a.roberts@cabinetoffice.x.gsi.gov.ukCorporate Development GroupCabinet Office, United Kingdom

PortugalMs Mafalda Santos [email protected] General for Public AdministrationMinistry of Finance and Public Administration, Portugal

SwedenMr Bengt Eriksson [email protected] Administrative Development AgencyMr Per Stengård [email protected] Agency for Government Employers

FranceMr Thomas Vratnik [email protected] for European and international affairsMinistry of civil service, France

DenmarkMs Ida Krarup [email protected] of FinanceState Employer’s Authority, Denmark

Facilitators

Ms Anneli Temmes [email protected] Seppo Mansukoski [email protected] Juha Rumpunen [email protected] Ari Sihvola [email protected] – Finnish Institute of Public Management

Human Resources Working Group

Mr Asko Lindqvist [email protected], HRWGMinistry of Finance, Finland











